CEO pay. Public scrutiny and pay for performance are the new ground rules.
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Biomedical subjects
Publications and source records attributed to P Eubanks.
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The total quality movement is transforming hospital leadership. CEOs are finding that signing on to a TQM or CQI program requires intensive commitment, as well as adjustments to management style and scheduling. And it raises a host of questions about how to initiate and manage such a program--and even what to call it (TQM versus CQI). But CEOs seem ready to accept the challenge. An exclusive Hospitals survey finds that over 60 percent of the CEOs involved in TQM/CQI programs believe their involvement is "the most important thing I've ever done." Still, the proliferation of TQM/CQI in hospitals has created a backlash in the field; Donald Berwick, M.D., the "father" of TQM in health care, explains why.
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Hospitals in Rochester, NY, are collaborating on a wide variety of fronts. The interhospital benefits are obvious, but there are a lot of advantages for the individual hospitals and their organizational cultures as well.
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An important shift is taking place in the nursing area, where the old "head nurse" position is giving way to a new phenomenon--the nurse manager, an individual whose responsibility and authority are broader and more strategic. The nurse manager is becoming a key player in hospitals' efforts to satisfy patient needs, hold down costs and maximize efficiency; indeed, this "linchpin" manager is being given authority over budgeting, capital equipment expenditures, employee evaluations and patient care outcomes. But are the nurses now in hospitals up to the challenge? And are hospital executives prepared to make the human resources investment necessary to ensure the success of the new nurse managers?
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Medical staff dissatisfaction with the CEO is often cited as a major reason for CEO turnover. But more hospital boards are now soliciting input from their medical staffs at the outset of the CEO search process.
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